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Homework answers / question archive / Question 1 What is meant by the term unity of command?   the idea that the line of authority should be clear and direct   the idea that interdependence within a firm should be kept to a minimum   the idea that managers should have a limited span of control   the idea that every employee should have one and only one boss   Question 2 ________ is the degree to which one unit, or one person, must use the work or resources of another unit or person to accomplish tasks

Question 1 What is meant by the term unity of command?   the idea that the line of authority should be clear and direct   the idea that interdependence within a firm should be kept to a minimum   the idea that managers should have a limited span of control   the idea that every employee should have one and only one boss   Question 2 ________ is the degree to which one unit, or one person, must use the work or resources of another unit or person to accomplish tasks

Management

Question 1

What is meant by the term unity of command?

 

the idea that the line of authority should be clear and direct

 

the idea that interdependence within a firm should be kept to a minimum

 

the idea that managers should have a limited span of control

 

the idea that every employee should have one and only one boss

 

Question 2

________ is the degree to which one unit, or one person, must use the work or resources of another unit or person to accomplish tasks.

 

Differentiation

 

Formalization

 

Decentralization

 

Interdependence

 

Question 3

Which of the following is a core category of environmental complexity?

 

quality

 

stability

 

technology

 

strategy

 

Question 4

Firms with ________ and ________ usually employ a geographic structure to manage international sales.

 

low foreign sales; low product diversification

 

high foreign sales; low product diversification

 

low foreign sales; high product diversification

 

high foreign sales; high product diversification

 

Question 5

In which of the following ways are product and customer structures similar?

 

They both increase companies' ability to leverage global scale economies.

 

They both increase the international orientation of all managers.

 

They both boost responsiveness to changing market conditions.

 

They both result in ambiguous lines of authority.

 

Question 6

The extent to which people in different units within an organization think about different things or about similar things differently is termed as ________.

 

task differentiation

 

interdependence

 

unity of command

 

cognitive differentiation

 

Question 7

Which of the following statements characterizes a firm that operates within a "high-networked" structure?

 

It uses outside organizations for only a limited number of minor value chain activities.

 

It has little contact with firms to which work has been outsourced.

 

It owns and executes most of its primary and support value chain activities.

 

It has more value chain activities networked to external organizations than it owns and executes internally.

 

Question 8

Why are "values" an important coordinating mechanism in conditions of high task uncertainty and interdependence?

 

They represent measurable outcomes and specify how to obtain them.

 

Those holding the same values will maintain standard operating procedures.

 

They establish guidelines for behavior and consequences in specific conditions.

 

Those holding the same values will all work toward the same outcomes while maintaining flexibility in how they are accomplished.

 

Question 9

Computer software companies compete against a wide array of competitors and must continually struggle to lead, or even stay abreast of, industry changes. Thus, we may say that software companies exist in ________ and ________ external environments.

 

complex; static

 

complex; dynamic

 

simple; static

 

simple; dynamic

 

Question 10

The term bamboo ceiling refers to ________.

 

the exclusion of host nationals from strategic decision making in centrally controlled Japanese subsidiaries

 

the reluctance of Japanese managers to allow centralized decision making among their subordinates

 

the lack of information flow from the Japanese-owned subsidiaries in foreign countries back to headquarters in Japan

 

the tendency of Japanese firms to delegate decisions more frequently than European or American firms

 

Question 11

The degree to which an organization's new product-development team relies on the market research team for product ideas to investigate is termed as ________.

 

liaisoning

 

centralization

 

interdependence

 

formalization

 

Question 12

The international division of a domestic organization ________.

 

typically has its own production facility

 

has its own marketing, finance, sales, and accounting departments

 

often customizes its products to suit local preferences

 

is not dependent on other divisions for products and support

 

Question 13

Japanese multinational firms tend to operate as ________, announcing decisions from home offices to subsidiaries. European multinational operations tend to operate as ________, pushing decision-making authority to the lowest possible level.

 

centralized organizations; decentralized organizations

 

decentralized organizations; centralized organizations

 

functional organizations; geographic organizations

 

geographic organizations; functional organizations

 

Question 14

________ exists when two or more groups depend on one another for inputs.

 

Formalized interdependence

 

Pooled interdependence

 

Reciprocal interdependence

 

Sequential interdependence

 

Question 15

Which of the following structural combinations best depicts the U.S. military?

 

formal and decentralized

 

informal and decentralized

 

formal and centralized

 

informal and centralized

 

Question 16

Firms with high foreign sales and highly diverse product lines frequently use a matrix structure.

 

True

 

False

 

Question 17

 

Liaison roles are designed to enhance the information flows between two or more groups within an organization.

 

True

 

False

 

Question 18

Formal organizations often widen a supervisor's span of control.

 

True

 

False

 

Question 19

In a low-networked structure, the quantity and magnitude of externally networked activities are limited.

 

True

 

False

 

Question 20

The appropriateness of a tall or flat organization is affected more by the internal environment than the external environment.

 

True

 

False

 

Question 21

In conditions of high task uncertainty and interdependence, values are a better integrating mechanism than goals.

 

True

 

False

 Question 22

As a rule, formal organizations are highly centralized.

 

True

 

False

 

Question 23

Organizational structuring is the process of assessing the organization's strategy and environmental demands and then determining the appropriate organizational design.

 

True

 

False

 

Question 24

In a functional structure, the firm is organized around specific products (or services) or related sets of products (or services).

 

True

 

False

 

Question 25

Companies in relatively stable and static environments can use rules effectively to achieve integration.

 

True

 

False

 

 

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